Relational Experiences and Emotion at Work

Waldron, Vincent R.

doi:10.4135/9781446219850.n4

Cited by 72 publications

(68 citation statements)

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“…These actions can be classified into balance (negative actions on the THE SIX EMOTIONAL STAGES OF ORGANIZATIONAL CHANGE 12 part of the organization are answered in the same way by the individuals), revising (employees reconsider the terms of their jobs) and deserting (individuals leave the organization, usually through waivers). The emotional evolution experienced by an individual causes strong tension, generating the need for resistance to organizational change through coping strategies (e.g., Huy, 2002;Waldron, 2000).…”

Section: Emotions In Organizational Changementioning

confidence: 99%

The six emotional stages of organizational change

Castillo

Fernández

Sallán

2018

Journal of OrgChange Mgmt

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Purpose: This work's purpose was to define a model that both describes the evolution of the emotional stages of individuals during perceived negative organizational change and explains the evolution of their behavioural patterns and the effects on relationships with social environments (family, friends, co-workers, supervisor and organization).Design/Methodology/Approach: A qualitative methodological research design was adopted, using individual interviews as the primary method of qualitative data collection. Fifteen people who experienced perceived negative organizational changes participated. Relationships with supervisors deteriorate during denial and anger and depression but remain stable during bargaining.Research limitations: Time's passage became an inconvenience accounted for during data collection. Over time, separate events can be confused, and nuances that were once determinants THE SIX EMOTIONAL STAGES OF ORGANIZATIONAL CHANGE 3 can be eliminated. Longitudinal studies at various stages of the change process would complement these results. Practical implications:These results can guide managers in foreseeing and anticipating actions that would reduce the emotional impact of organizational change and mitigate the impact of individuals' negative emotions on the organization.Originality: This paper extends existing theory about the strategies of coping and organizational changes.

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Section: Emotions In Organizational Changementioning

confidence: 99%

The six emotional stages of organizational change

Castillo

Fernández

Sallán

2018

Journal of OrgChange Mgmt

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“…Work is increasingly characterized by greater degrees of collaboration, cooperation, and cross-boundary work, and the economy is increasingly based in service as opposed to manufacturing industries (National Research Council, 1999). It is not surprising, then, that social interactions often account for the largest proportion of individuals' work time (Waldron, 2000). Accordingly, organizational scholars who wish to bring work back in to how we theorize and study employee and organizational experiences (Barley & Kunda, 2001) would do well to find ways to study how interactions shape work processes and work outcomes.…”

Section: Discussionmentioning

confidence: 99%

Positive Social Interactions and the Human Body at Work: Linking Organizations and Physiology

Heaphy

Dutton

2006

SSRN Journal

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“…Developing and maintaining organisational relationships is linked to the knowledge and adherence of organisational communication and display rules (Waldron, 2000).…”

Section: Discussionmentioning

confidence: 99%

“…The expression and communication of emotion within organisations is informed by organisational communication and display rules (the perceived rules associated with the expression and regulation of emotion within the workplace), reflective of the organisational culture (Rafaeli and Sutton, 1987). Waldron (2000), however, goes further to suggest that the importance of knowing and adhering to organisational display rules is fundamental to developing and sustaining organisational relationships, a finding that has also been echoed in later research (Kramer and Hess, 2002). This offers the possibility of existing relationship perceptions, such as psychological contract perceptions, to work alongside the more culturally evident rules of emotion expression in both informing how employees make sense of their emotions, and how they go on to express them.…”

Section: Introductionmentioning

confidence: 99%

Workplace emotion through a psychological contract lens

McGrath

Millward

Banks

2015

Qualitative Research in Organizations and Management: An International Journal

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Purpose -The purpose of this paper is to identify how psychological contract perceptions are used as a lens through which employees make sense of their workplace emotions. Applying Rousseau's (1995; conceptualisation of psychological contracts it examines how the emotions linked to both promise perceptions (broken/exceeded) and regulation are made sense of in relation to perceptions of contract type.Design/methodology/approach -This paper takes a unique perspective into the role perceptions of psychological contract type play in the process of emotional sensemaking using qualitative thematic analysis of thirty in-depth interviews. A range of occupations are represented and all participants worked in a full-time capacity.Findings -The paper identifies how the predominant relationship frame (transactional/relational) is used by employees when making sense of the emotions recalled during specific psychological contract events, as well as the emotions they feel are necessary to regulate while at work. Extant literature investigating how psychological contract schemas inform understanding has focussed primarily on the emotional reactions to particularly negative events, such as, perceived non-fulfilment of psychological contracts (Morrison and Robinson, 1997). The knowledge that previous research has afforded is that experiences within the contract, in particular negative experiences, can serve to influence emotion and result in emotional reactions to experiences. Extension of knowledge from the current study is twofold; firstly, it explores how two specific contract types (transactional and relational contracts) may be used as the foundation of these psychological contract schemas informing emotional sensemaking. Research limitations/implicationThe aim here is to identify any difference in emotional sensemaking surrounding contractual 3 experiences (namely, the more typical contract breach and the lesser studied contract overfulfilment) through a transactional or a relational contract lens. A second aim of the study is to explore how a transactional or relational lens is utilised in employee sensemaking of the emotions actively regulated whilst at work. This moves beyond the more typical contractual experiences that have previously been investigated. Psychological contractsPsychological contracts pertain to employee perceptions of the obligations and promise-based reciprocal exchanges shared with the organisation (Rousseau, 1995).

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Relational Experiences and Emotion at Work

Cited by 72 publications

References 0 publications

The six emotional stages of organizational change

The six emotional stages of organizational change

Positive Social Interactions and the Human Body at Work: Linking Organizations and Physiology

Workplace emotion through a psychological contract lens

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